Mäta i lean och agila organisationer
Program
2013.08.28
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Program08.30-09.00 – Samling, baguette & dryck
09.00-09.40 – Föredrag
09.40-10.00 – Frågestund
Ola MorinSenior consultant
Ola Morin
• Lean Six Sigma konsult
• 2008 Softhouse Consulting
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• 2008 Softhouse Consulting
• Kvalitet, processer, LSS, förbättring- och
förändringsprojekt
Lean vs Agile?
1. Eliminate Waste2. Build Quality In
Lean SW development
1. Highest priority is customer satisfaction2. Welcome changing requirements
3. Frequent delivery of working software4. Business people & developers cooperating daily
Agile
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2. Build Quality In3. Create Knowledge4. Defer Commitment
5. Deliver Fast6. Respect People
7. Optimize the Whole
4. Business people & developers cooperating daily5. Build projects around motivated people
6. Face-to-face conversation is best7. Progress measured by working software
8. Sustainable development pace9. Continuous attention to technical excellence
10. Simplicity11. Self-organizing teams
12. Regular reflection & adaptation
Lean/Agile vs traditionellt
Rätt saker vid rätt tid
Lean/agile organisationer
Leverera enligt tidplan
Traditionella organisationer
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Rätt saker vid rätt tidFlödesfokus
Minimera handoversBygga teamPull system
Leverera enligt tidplanResursutnyttjande
KostnadsfokusPush system
Vad ska man använda mätningarna till?
Prediktion
Status
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Status
Uppföljning
Knowledge Management
Knowledge
Wisdom
Analysera och förstå
Använd kunskap för att förstå vadsom behöver göras för att nå en viss utkomst
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Information
Data
Knowledge
Samla rådata
Ge datan ett sammanhang
Analysera och förståinformationen
Vad krävs av datan?Stabilitet
“A process will be said to be predictable when, through the use
Walter A Shewhart
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Hyfsat låg variation Fungerande mätsystem
predictable when, through the use of past experience, we can
describe, at least within limits, how the process will behave in the
future”
Mätsystemets inverkan
Process 1
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Process 2
Process variation
Measurement system variation
Observed variation
20
15
10
5
In
div
idu
al
Va
lue
_X=10,36
UC L=17,29
1
I-MR Chart of Processing Time
Exempel Processing Time
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9181716151413121111
5
Observation
LC L=3,44
9181716151413121111
12
9
6
3
0
Observation
Mo
vin
g R
an
ge
__MR=2,60
UC L=8,51
LC L=0
1
1
1
� 68.26% fall within ± 1 sigma
� 95.46% fall within ± 2 sigma
� 99.00% fall within ± 2,575 sigma
� 99.73% fall within ± 3 sigma
� 99.99997% fall within ± 6 sigma34.13% 34.13%
Normal Distribution
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-3σ -2σ -1σ +1 σ +2σ +3 σ68.26%95.46%
99.73%
13.60% 13.60%
2.14% 2.14%
0.13% 0.13%
99.00%
Mognadsgrad av mätningar
47400
Test conclusion after 12 days, Product 1 SW 1.1.A.1.3
20%
Product 1 SW 1.1.A.1.3
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359
47
204
1080
100
200
300
4,2%
10,5%
0%
5%
10%
15%
0 1 2 3 4 5 6 7 8 9 10 11 12
Age (days after label release)
Olika typer av mätningar
Mäter någon form av faktor sompåverkar en utkomst
Leading indicator
Mäter en utkomst
Lagging indicator
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påverkar en utkomst
Y = f(x1, x2,C)
x1 och x2 är exempel på leading indicator
Y = f(x1, x2,C)
Y är exempel på lagging indicator
Olika nivåer av mätningar
Organisation
Produkt 1 Produkt 2
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Produkt 1
Release X.X
Team A
Release X.Y
Team A Team B
Produkt 2
Release X.X
Team D Team E
Release X.Y
Team D Team E Team F
Olika områden av mätningar
Projekt
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Produkt(Kvalitet)
Projekt
(Tid, kostnad, scope)
ProcesserOrganisatoriskPerformance
Past
Finance
PresentCustomer
FutureLearning and Growth
Olika tidsperspektiv
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• How do we look to our shareholders?
• How do our customers see us?
Internal Business Processes
• What do we have to improve?
• Can we continue to improve and create value?
Organization and Culture
• Are we attractive as an employer?
Team nivå basic
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Team nivåFunktionalitet använd vs levererad
Levererade funktionspoäng vs planerade
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Antal lyckade sprintar vs totalt antal sprintar
Ackumulerat affärsvärde vs kostnad
Ackumulerat antal automatiska testfall
Cyclomatic complexity
Surveys
Surveys
PopulationSample group
δ non-response bias
respnonxx −=δ
δ)1( Rxxresppop
−+=
Formulas
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PopulationSample group
Respondents
Non-respondents
Organisations nivå
Leading indicators over lagging indicators
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Value over cost
Throughput over resource utilization
Engineering practices over schedule fulfillment
Measure up
Att aggregera mätningar
Antag att target för alla enheter är 40%
Olika sätt
70
Completion
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Antag att target för alla enheter är 40%
Medelvärdet för alla enheter är 40 %Antal enheter som når target är 60%
Totalt antal %enheter från target är 40%
Vilket är bäst att mäta?0
10
20
30
40
50
60
70
Dev 1 Dev 2 Dev 3 Dev 4 Dev 5
Mätningar och förändringar
Vad vill vi uppnå?Hur kan vi mäta detta?
Börja mäta
Steg för steg
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Börja mätaSkapa en baseline
Sätta targetsAnalysera
KommuniceraFölj upp
14
12
10nd
ivid
ua
l V
alu
e
_X=10,038
UC L=11,096
Before Improv ements F irst C hange Second C hangeThird C hange
I-MR Chart of Website Response Time by Phase
Exempel website response time
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61554943373125191371
10
Observation
In X=10,038
LC L=8,979
61554943373125191371
2,0
1,5
1,0
0,5
0,0
Observation
Mo
vin
g R
an
ge
__MR=0,398
UC L=1,301
LC L=0
Before Improv ements F irst C hange Second C hangeThird C hange
Balanced scorecard
Past
Finance
• How do we look to our
PresentCustomer
• How do our customers
FutureLearning and Growth
• Can we continue to
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• How do we look to our shareholders?
• How do our customers see us?
Internal Business Processes
• What do we have to improve?
• Can we continue to improve and create value?
Organization and Culture
• Are we attractive as an employer?
Balanced Scorecard 2010 - November
1.0 Financial 2.0 Customer3.0 Competitive
Position4.0 Operational Efficiency 5.0 People
1.1 Line cost / HC 2.1 LRR @ RTL 2010 3.1 Inventions ratio 4.11 CR Vol (Vendor)
4.12 Open Defects (Vendor)
4.13 Static Analysis (Vendor)
4.14 Stability (Vendor)
5.1 Performance
Management
Completion
1.2 Consultant ratio 2.2 Project cost 3.2 Basic Platform Cost 4.2 Open Defects 5.2 Leadership
Index
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1.3 Utilization Index 2.3 Launch accuracy 3.3 Component count 4.3 Static Analysis
4.31 Stability
4.4 Project lead time
5.3 Human Capital
Index
1.4 Resource Planning
accuracy
2.4 Customer
responsiveness
3.4 Re-use of
Components
4.61 Test Implementation
Level
5.4 Succession
Planning
4.62 KCL Producibility
Balanced Scorecard 2011 - December
1.0 Financial 2.0 Customer3.0 Competitive
Position4.0 Operational Efficiency 5.0 People
1.1 OPEX 2.1 Quality - LRR RTL
20113.1 Inventions ratio 4.11 CR Vol (Vendor)
4.12 Open Defects (Vendor)
4.14 Stability (Vendor)
5.1 Performance
Management
Completion
1.2 Consultant ratio 2.2 2.1 Quality - LRR
RTL 2010
3.2 Basic Platform Cost 4.2 Open Defects 5.2 Leadership
Index
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1.3 Utilization Index 2.2 Project cost 3.3 Component count 4.31 Stability
4.4 Project lead time
5.3 Human Capital
Index
2.3 Launch accuracy 3.4 Re-use of
Components
4.61 Test Implementation
Level
2.4 CA Issue Leakage 4.62 KCL Producibility
OPEX
LRR 2012 Line RCA closure rate
Operatorsatisfaction
BSC
November 2012
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Inventions ratio Speed Launch accuracy
Platform family component re-
use
SW Re-use Prototype cost control
Human capital index
Talent retention
BSC 2013
April 2013 status
OPEX
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Value share
Key deliverables
Innovation culture Learning and comp. management
Förändring i antal KPIer
2010: 26 KPIer
KPIer
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2010: 26 KPIer2011: 23 KPIer2012: 12 KPIer2013: 5 KPIer
Att bryta ner mål till mätningar
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Perspectives
Objectives
Strategic planning
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Objectives
Critical success factors
KPI’s
Targets
Perspective ObjectivesCritical success
factorsKPI’s TargetsStrategic goal
Expand the product
FinanceTo get risk capital from
investors
Arrange meetings with new investors
Number of new meetings
5 meetings per month
Renew the
contract with
current investors
Percent of renewed contracts per expiring month
75 %
CustomerGet the right
branding of the products
Make branding survey with
randomly picked customers
Number of surveys
2 surveys per month
Percent of returned surveys
30 %
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product development for
new marketsInternal
Business Processes
Create generic processes for our products
Increase the number of generic
processes
New processes compared to
generic systematic reports
35%
Learning and Growth
Create innovative products
Increase innovation
ratio
Number of innovations
25 per month
Organization and Culture
Expand the development organization
Promote staff engineers to
experts
Number of new experts
1 expert per month
Increase applications
from engineers
Number of adds in news
paper
2 adds per month
Number of received
applications
10 applications per month
Nedbrytning och utrullning
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Sammanfattning
Mätningar för team ska vara FÖR teamen
Att hitta mätningar som jämför team med varandra blir väldigt komplexa
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Att hitta mätningar som jämför team med varandra blir väldigt komplexa
Fundera ut VAD det verkligen är man vill mäta
Fundera ut hur man kan mäta och aggregera mätetalen
Verifiera att man mäter det man tänkt sig och att det finns tillförlitlighet
Våga testa olika sätt att mäta och visualisera resultaten
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